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Q: UICollectionView doesn't reload data The collection view in my app will reload data correctly at the first time. The next time I want the collection view to reload data(I set data source to nil before I call reloadData: method),but  the collection view cell still contains the old data.
- (UICollectionViewCell *)collectionView:(UICollectionView *)collectionView
                  cellForItemAtIndexPath:(NSIndexPath *)indexPath {
    UICollectionViewCell *cell = [collectionView dequeueReusableCellWithReuseIdentifier:kCollectionCellId forIndexPath:indexPath] ;
    if (!cell) {
        cell = [[UICollectionViewCell alloc] init] ;
    }

    [self setupCellImage:cell indexPath:indexPath] ;

    return cell ;
}

-(void) setupCellImage:(UICollectionViewCell *) cell indexPath:(NSIndexPath *) indexPath{
    cell.backgroundColor = [UIColor whiteColor] ;

    NSDictionary *mediaObject = popObjects[indexPath.row] ;
    NSLog(@"index.row:%d",indexPath.row) ;

    UIImageView *imageView = [[UIImageView alloc] init] ;
    [imageView clipsToBounds] ;
    imageView.frame = cell.contentView.bounds ;

    UIImage *placeholderImage = [UIImage imageNamed:@"black"] ;

    NSURL *imgUrl = [NSURL URLWithString:mediaObject[@"images"][@"low_resolution"][@"url"]];
    cell.backgroundColor = [UIColor blackColor]  ;

    [cell.contentView addSubview:imageView   ] ;

    if (![[isPhotoLoadedDic valueForKey:[NSString stringWithFormat:@"%@",indexPath]] boolValue]) {
        [imageView setImageWithURL:imgUrl placeholderImage:placeholderImage completed:^(UIImage *image, NSError *error, SDImageCacheType cacheType) {
            // set the isPhotoLoadedDic
            if (image && !error) {
                [isPhotoLoadedDic setValue:[NSNumber numberWithBool:YES] forKey:[NSString stringWithFormat:@"%@",indexPath]] ;
                NSLog(@"row:%d loaded",indexPath.row)     ;
            } else{
                [isPhotoLoadedDic setValue:[NSNumber numberWithBool:NO] forKey:[NSString stringWithFormat:@"%@",indexPath]] ;
                NSLog(@"row:%d  fail to load this image",indexPath.row) ;
            }
        }]  ;
    }
}

requestLoading:request is the method where I set data source to nil
/**
 * Called just before the request is sent to the server.
 */
- (void)requestLoading:(IGRequest *)request {
    //reset objects before sending request
    isPhotoLoadedDic = [NSMutableDictionary dictionary ] ;
    popObjects = nil ;
    [self.collectionView reloadData] ;
}

Can anyone helps me? Please.

redpajama_set_name: RedPajamaStackExchange


Easitech Pte Ltd offers event ticket printing for event organizers. This ticket is usually use in musical events, sporting events, festival events, school activities or charity fairs. Besides ticket printing, the same design template and material is often use to print voucher as well. Printing voucher is recognised as a very effective advertising tool to promote your brand ,increase your sales or reward your existing customer. Voucher printing or ticket printing can be in loose sheets or binding in pad. Ticket or voucher is also usually design with additional finishing such as numbering, perforation line. The price offer below by Easitech Pte Ltd included numbering, binding, and colour printing or you can select the one or two perforation line or both side colour printing.
Ticket or Voucher Printing Spec.


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Added on 10/13/2014 NEPA Scene Staff Philadelphia , radio
Boyz II Men holds private concert at their former high school in Philadelphia
From a press release:
SiriusXM announced on Friday that Boyz II Men will perform a live concert on Oct. 14 from the school where they met, the Philadelphia High School for the Creative and Performing Arts, on SiriusXM's Heart & Soul channel.
"Up Close & Personal with Boyz II Men" will feature Boyz II Men, currently a trio, playing songs from their popular R&B career through their new album, "Collide," which is scheduled to be released on Tuesday, Oct. 21.
The show tomorrow will be hosted by SiriusXM Heart & Soul host Cayman Kelly and will air on Oct. 21 at 5 p.m. via satellite on Heart & Soul, channel 48, and through the SiriusXM Internet Radio App on smartphones and other connected devices, as well as online at siriusxm.com.
Boyz II Men back in the '90s
"We can't wait to return to our alma mater, the Philadelphia School of the Creative and Performing Arts," says Nathan Morris.
"This is where it all began for us, so to be back here performing for the students with SiriusXM the week before our new album comes out is an incredible homecoming for us."
"We are thrilled to be a part of Boyz II Men's homecoming as they play a special, private concert for SiriusXM listeners at their former high school in Philadelphia," said Scott Greenstein, president and chief content officer at SiriusXM.
"The event and exclusive broadcast is an exciting and unique way to celebrate the release of the Grammy Award winners' new album."
After the broadcast, "Up Close & Personal with Boyz II Men" will be available on SiriusXM On Demand for subscribers listening via the SiriusXM Internet Radio App for smartphones and other mobile devices or online at siriusxm.com.
Heart & Soul plays R&B music from today and back in the day. Listeners will hear Jill Scott, Alicia Keys, Maxwell, Jaheim, Charlie Wilson, Kem, Anthony Hamilton, John Legend, Eric Benét, Luther Vandross, and Mariah Carey, among other artists.
by NEPA Scene Staff
This post was compiled by the staff of NEPA Scene.
PHOTOS: XPoNential Music Festival, Day 3 – Brandi Carlile, Old Crow Medicine Show, and more, 07/24/16
LEGOLAND Discovery Center Philadelphia building up to grand opening on April 6
REVIEW/PHOTOS: Bob Weir and Wolf Bros strip down the Dead at The Fillmore Philadelphia

redpajama_set_name: RedPajamaCommonCrawl


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Wamda Capital
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Salman Muteb
What I know about developing games as a freelancer: Tariq Mokhtar
Tariq Mokhtar, a Saudi freelance developer, started learning game developing through Unity, a platform he used to design his own project. In 2014, he created a game called A Cat's Manor on Steam. Having his game on the platform changed his whole career, turning him into one of the most famous game and app developers in Saudi Arabia.
In March, he was invited to showcase his game at the Penny Arcade Expo East 2017 in Boston.
Investments in the apps field are still shy, but governmental support is contributing to the development of this sector, he added. Events are opening doors to those interested in developing apps allowing them to meet with investors, and connecting them with designers and interested people within the same field.
Mokhtar is active in helping independent developers such as himself in Saudi Arabia. During his chat with Wamda, he shared some tips and advice with young talented men and women willing to become independent app developers.
It motivates personal development. Working independently is still a new concept in the Arab region. Though it frees the freelancer from the limitations employees in organizations and companies face, it also requires motivation to develop and keep working. That is why the developer must organize his schedule well.
Work with others. You might think you have all the required skills to get the job done, but you cannot disregard other specialists and skills that can help you finish the job in the best way. Cooperating with others is also a chance for receiving financial support, since investors prefer supporting a group which usually has better results than individuals, especially in the beginning of the startup.
Take part in the local community and events. Being an independent developer does not mean you must be alone, you must fit in and interact with people in your industry if you want to learn and market your product [a game]. People who can contribute to your product will help you through their innovations. Take part in events that can teach you new skills, and enhance your product according to the notes, comments, and feedback you receive, especially in a new industry such as developing games independently in the Arab world.
Copying isn't always a bad thing. In a new gaming market, people hope for one project to become successful to take the industry to a new, more mature level. Thus, copying games and adapting them to the local market can make that transition, in an industry where many game developers face challenges such as high cost, long development hours and self-training. Faz3a is an example of a successful copied game.
Start marketing before launching the product. As a freelance game developer, you should consider the future of the game at an early stage. Therefore, you must choose the right platform and the right name. Since you do not have enough time or money, you must be present on search engines and on social media and you have to build a fanbase to market your product. Choosing the name, A Cat's Manor is due to the fact that 'Cat' is most searched word on search engines, which increases the success possibility of the game.
Know the right time to launch the game. The global game market is a huge one, where plenty of corporations and an unlimited number of independent game developers work. That is why timing the launch of the game is a key factor in its success. The first and the fourth quarter are the two seasons where corporations rush to launch their latest games, so freelance game developers should not launch their games during that time.
Do not rush for funding. Financial support is what freelance developers want more, but you must take your time to when you have a product. You must then choose an investor that can be of a value to you, such as a developer and not just a financial support.
Failure is the first step towards success. The game developing world is a new market where most actors are still amateurs. A freelance developer must be brave and not be afraid of failure. He must deal with any obstacle he faces as a lesson for the future. Since the game development ecosystem in Saudi Arabia is still young, these obstacles will be the first steps towards the future success.
Feature image, Tariq Mokhar at PAX East, via Tariq Mokhar.
View all posts by Salman Muteb
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Richard L. Langford age 72, of Ashland, died Sunday August 11, 2013 at Crystal Care. He was born July 23, 1941 in Glenville, West Virginia, the son of Stanley and Florence (Horner) Langford. Mr. Langford had lived most of his life in Ashland where he was owner and operator of Langford Painting for over 40 years. He was a member of the First Baptist Church, the V.F.W. and the Eagles Club. Richard enjoyed playing Euchar and enjoyed collecting chickens and roosters.
Survivors include his sister, Patsy Harley of Ashland; along with his two brothers, Tim (Linda) Langford of New London, and Kenneth Langford of Elyria. He was preceded in death by his parents, two sisters and two brothers.
There will be private family services. Heyl Funeral Home is assisting the family with arrangements. The family suggests memorial contributions may be directed to the Heyl Funeral Home 227 Broad St. Ashland 44805 to help defray costs.


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E4J University Module Series: Integrity & Ethics
Module 11: Business Integrity and Ethics
First published in August 2018; revised in October 2018.
Corporations are legal persons and, just like human beings, are subject to moral scrutiny. Therefore, from an ethical perspective, their activities must go beyond legal compliance and have legitimacy in the eyes of the broader community. Such legitimacy underlies the societal licence to operate the business, and must be earned and re-established on a daily basis. This is the larger context for this Module's discussion of business integrity and ethics.
It should be noted at the outset that the concept of business integrity and ethics, as used in this Module, refers to the application of ethics at the organizational level of the business. Other levels at which ethics could be applied in a business environment include: systemic, industry, organizational and individual. The different levels can be conceptualized as follows:
The systemic level is the highest level and addresses the question: What is the most ethical system? This level involves ideological discussions such as the crude distinction between socialism and capitalism. In recent years, the systemic level has become more nuanced with different views on government intervention. For example, in the 2008 Global Financial Crisis some supporters of the free market advocated for government bail-outs to save large financial institutions.
The industry level mostly addresses questions about ethically controversial industries like tobacco, alcohol and gambling, but this level has been expanded to address industries that were previously regarded as uncontroversial, e.g. fast food, fashion and financial services.
The organizational level poses the question: How does the corporation behave? This is the level where concepts like business integrity and ethics are applied and where the role of the board of directors and the senior management of the corporation will be scrutinized.
The individual level addresses behaviour at the level of individual employees. Someone might work for a corporation with a good reputation in an industry with a good reputation, but - as an individual - still engage in unethical behaviour, e.g. cheating on expense claims or treating fellow employees with disrespect.
The last two levels are directly related and mutually reinforcing: When a corporation acts ethically, it fosters a culture of integrity that motivates its employees to act ethically on the individual level. For example, a business that has zero tolerance for getting contracts through bribery, and trains its employees on how this can be applied even in difficult situations, is likely to have employees who find it easier to be ethical compared to employees in workplaces where ethical behaviour is not prioritised. It is moreover likely that the ethical behaviour of employees in such enterprises tends to manifest itself in other spheres, including at home and in the wider society. This works the other way around as well: unethical employees conducting unethical business will adversely affect the organizational culture, driving more unethical business practices. Paine (1994, p. 106) elaborates further on the relationship between organizational and individual ethics within a business:
Rarely do the character flaws of a lone actor fully explain corporate misconduct. More typically, unethical business practice involves the tacit, if not explicit, cooperation of others and reflects the values, attitudes, beliefs, language, and behavioral patterns that define an organization's operating culture. Ethics, then, is as much an organizational as a personal issue. Managers who fail to provide proper leadership and to institute systems that facilitate ethical conduct share responsibility with those who conceive, execute, and knowingly benefit from corporate misdeeds.
Against this backdrop, it is important to note that while the Module addresses ethics at the level of the organization, the interconnection between organizational and individual ethics is a thread that runs through the discussions. To further clarify what is meant by business integrity and ethics, the Module starts by discussing basic ethical principles that apply in corporations. It subsequently elaborates on the business case for business integrity and ethics, and then discusses the importance of implementing an integrity and ethics programme in any given business, regardless of its size or other characteristics.
Ethical principles for business
The literature refers to a variety of theories and approaches to applying ethics in the business environment. For example, Elegido (1996) refers to six basic ethical principles that apply to businesses: solidarity, efficiency, rationality, fairness, refraining from willingly harming others, and role-responsibility. These principles have been defined as follows:
Solidarity manifests itself when one shows active interest in the good of others and leads the business to contribute to the overall common good of the society in which it operates. This active interest could, for example, lead to developing goods that are truly of value to customers rather than trying to sell whatever one can to them whether or not it is truly good.
Efficiency refers to an optimal use of resources to do responsible business. Some possible ways to practice this include avoiding waste in terms of time and other resources or providing adequate onboarding, training and development to employees so that they can do their work well.
Rationality entails acting in a fully rational way - not basing business decisions on caprices, whims or biases or solely on emotions, but rather on well thought-out considerations. Rationality includes being aware of the value of emotions and feelings but taking them into account in such a way as to be able to attempt objective decisions.
The principle of fairness demands that one treats other people as one would wish to be treated - it means avoiding instances of partiality such as favouritism in decision-making, in promotions, in reward systems, and in hiring. A business should not sell goods or services based on misrepresentations to their customers since they would not like to be deceived into such purchases either.
Refraining from willingly harming others entails taking full cognizance of the consequences of the actions proposed in business transactions and events. If the consequences are clearly harmful - for example, the sale of expired drugs - then the action should not be carried out. When the harm is merely an unintended side effect of an intended good effect, the business may be justified in taking the action if the harmful effect is outweighed by the good effect, there are no reasonable alternative courses of action, and the harm is being mitigated as far as possible. This is sometimes referred to as the principle of double effect.
The role-responsibility principle recognizes that the business does not owe the same duty in the same way to all stakeholders. For example, after abiding by all the previously mentioned principles, a business would need to ensure reasonable returns to shareholders before contributing profits to improving the society.
This last principle has been challenged by another approach to business ethics based on the stakeholder theory. According to the stakeholder theory, the purpose of a business is to create value not only for shareholders but also for different kinds of stakeholders such as customers, suppliers, employees, and communities. The theory suggests that business integrity and ethics requires a holistic approach that considers stakeholders that may not directly affect the business in an economical manner, e.g. employees' family members who might suffer when the business invades their privacy. Some scholars have explored the purpose of business in general and conceptualized it as shared value (Porter and Kramer, 2011) or collective value (Donaldson and Walsh, 2015). Such contributions build in different ways on stakeholder theory.
Part and parcel of organizational ethics is fostering a culture of integrity. When a corporation acts ethically, it fosters a culture of integrity that motivates employees individually to act ethically. This contributes to meaningful and purposeful lives for the employees and ultimately to a better society. To achieve such a culture, the business can make use of modeling, mentoring and other activities that promote integrity, as well as the application of ethical codes, rules and regulations. In particular, to enable a culture of integrity and demonstrate to employees that the business is willing to "walk the talk", the business should ensure that its performance management and reward systems do not contradict or undermine its core values. While there is no one-size-fits-all model, every business should implement a business integrity and ethics programme that goes beyond compliance with rules and regulations, and fosters a culture of integrity. Strong ethical values must be at the core of such a programme, and those values must be identified and developed carefully. Ethical behaviour should be embedded in all day-to-day operations and communicated in interactions with stakeholders.
Importance of integrity and ethics for business
The individual and corporate choices of business professionals impact the wider community - families, the organization, the district or town, the society, and ultimately the world. These choices also impact the business professionals themselves. As shown by behavioural ethics research, when a person intends or does something that harms others, the person's respect for human nature is damaged. This person, often without noticing it, develops lower self-respect and integrity when he or she denies respect to another person, increasing the chances that the harming person will continue to cause harm. The psychological explanation of this is that after a first unethical action, the person's integrity is weakened which lowers his or her resistance to further unethical action, unless this dynamic is interrupted by some internal or external intervention (Welsh, Ordonez, Snyder and Christian, 2015). Similarly, once a company has paid a bribe, it is often expected to do so again, such that it enters a vicious cycle that is difficult to break. After a while, both old and new employees see this negative practice as the normal thing to do. For more insights from behavioural ethics see Integrity and Ethics Module 6 (Challenges to Ethical Living) and Module 8 (Behavioural Ethics).
An example could illustrate this. A salesperson from a multinational pharmaceutical company asks a doctor to prescribe the drugs produced by the company, rather than a generic drug that has the same ingredients and is cheaper. The sales representative does not care that this might cause hardship to the indigent patient. The salesperson persuades the doctor by offering him an all-expense paid trip to an overseas resort to attend a medical conference. The doctor agrees to the deal. Both disregard the ethical requirement to be fair to the patient. If they do not care about the patient, it means that a fellow human being does not matter to them and, in the end, human beings in general will not matter to them as much as before they made this unethical decision. Thus, it may become easier for them to do the same to another patient. The patient is directly harmed by being deceived into paying more for medical care, trusting the doctor. Having paid the costly medical bills, the patient cannot afford to pay the school fees of the patient's three children. Thus, the direct harm suffered by the patient has led to indirect harm to the children. In the long run, this impacts the entire community.
Business case for a path of integrity and ethics
Unethical behaviour constitutes a business risk and can lead to significant costs at the organizational level. These include but are not limited to:
Legal sanctions such as fines, impositions of damages, confiscations, and even imprisonment of individuals.
Commercial consequences such as the termination of business relationships and blacklisting (exclusion from future opportunities).
Damage to brand reputation.
Lower levels of employee satisfaction and retention.
Increased unethical employee behaviour that directly harms the company such as embezzlement, wrong use of employee time and resources, confidentiality breaches.
Absenteeism.
Lower level of customer retention and customer loyalty.
Risk of negative reactions from the community in which it operates.
Ethical business practices, on the other hand, can bring about tangible business advantages such as access to opportunities, assignment of preferential conditions (e.g. whitelisting of suppliers that champion integrity efforts), improved market access, higher reputation and customer loyalty, and increased attractiveness to talented employees. Besides, a level playing field and fair competition provide a conducive environment for innovation in the industry, which is good for both the business and its customers and may therefore benefit the whole society. Ethical business practices also attract other businesses and lead to business partnerships that create greater value for both parties. Over time, this can enhance the profitability of the business. One must note that factors such as a weak value proposition, tough economic environment, poor marketing and technical incompetence may lead to the failure of any company irrespective of its approach to ethics.
The following example illustrates the business case for ethics. The doctor from the previous example works at a hospital where the core values, as stated by the management, include honesty and care. All medical personnel have been trained to recognize situations in which there is a potential lack of honesty and care and encouraged to demonstrate these values even when tempted not to. The hospital also has an employee handbook and a gift policy which give clear indications regarding business courtesies from pharmaceutical companies, and where to draw the line in terms of bribes. Neither of these specifically mention all-expenses paid trips, but the doctor knows that ethical behaviour goes beyond the letter of the code. This doctor has also seen that the behaviour of top management is in line with these values and with the code; in similar situations, they have put the patients' interests ahead of their personal interests. Having reflected on all of this, the doctor says no to the salesperson's suggestion, out of a desire to do what is good for the patients and treat them fairly. This standard of behaviour is followed by all doctors at the hospital. Consequently, this hospital has won the award for the hospital with the highest integrity. This attracts greater funding for the hospital. More patients come. The organizers of the conference at the overseas resort hear about the incident and invite the doctor - all-expense paid - to speak at the conference in the section of the programme themed integrity in the health industry. The doctor being chosen to speak at the prestigious conference also enhances the reputation of the hospital.
Further discussions of the "business case" for business integrity and the range of sanctions and incentives that have been developed to prevent and address corruption within the private sector are available in the United Nations Office on Drugs and Crime (UNODC) publication entitled A Resource Guide on State Measures for Strengthening Corporate Integrity (2013).
Managing business integrity and ethics programmes
Despite its clear benefits, business integrity and ethics have traditionally been left outside the formal management processes. In the last decades, there has been increasing pressure on companies, from the top and the bottom, to create effective business integrity and ethics programmes. Stricter regulation requires and incentivizes companies to strengthen compliance with rules and regulations. Two well-known examples are the US Foreign Corrupt Practices Act (FCPA) and the UK Bribery Act. On the international level, the United Nations Convention against Corruption requires States to ensure that their private sector complies with basic standards of integrity and ethics. To stress the importance of business ethics to the fight against corruption, the Conference of States parties to the Convention adopted resolution 5/6 of 29 November 2013 (entitled "Private sector") and resolution 6/5 of 6 November 2015 (entitled "St. Petersburg statement on promoting public-private partnership in the prevention of and fight against corruption"). Against this background, many companies have set up compliance programmes to ensure that business operations are carried out in full accordance with rules and regulations.
At the same time, stakeholders such as employees, customers, shareholders, business partners and civil society expect even higher standards of integrity and ethical business conduct. Focusing on rules and regulations alone will often fall short of meeting these higher expectations of ethical business practices. An effective business integrity and ethics programme, therefore, goes beyond pure compliance and aims to foster a culture of integrity. Such a programme can include internal, external and collective measures.
There are different management models for internal measures that ensure business integrity and ethics, but they all share similar characteristics:
Business leaders and managers are personally committed, credible, and willing to act on the values they espouse ("tone from the top").
The guiding values and commitments make sense and are clearly communicated, e.g. in a written code of conduct or code of ethics.
Internal measures are based on a risk assessment to spend limited resources as effectively as possible.
The values are integrated into day-to-day business, and practical resources and trainings are provided to guide employees even in difficult situations and grey areas.
An internal control system is established and there are channels for reporting, e.g. whistle-blowing.
The business integrity and ethics programme is understood as a continuous process of learning, and measures are monitored and reviewed on a regular basis. Freely available resources can be used for continuous education purposes, such as the video-based e-learning tool developed jointly by UNODC and the United Nations Global Compact (which is the focus of the pre-class exercise of this Module).
Companies should not only strengthen internal measures for business integrity and ethics but also external measures, e.g. in relation to business partners and their supply chains. The public perception does not only focus on the supplier itself but also on the companies that contracted them. In addition to ensuring compliance with national and international regulations, companies should thus adopt a proactive approach to strengthen business integrity and ethics in their supply chains, regarding their corporate responsibility and sustainable business practices.
Finally, companies can also engage in collective measures such as sharing experience in working groups or joining initiatives such as the United Nations Global Compact (UNGC). In environments in which unethical practices are prevalent, companies could resort to collective action to try to change the status quo. For example, they could get regulators to intervene or set standards in areas such as supply chains.
Businesses may require different approaches to manage their integrity and ethics programmes because of their characteristics, for example, in terms of size, legal status and complexity. There is no one-size-fits-all model but the underlying principles apply to both large and small companies, including start-ups. For example, in a large business, the tone from the top can be a video statement on the website or a postcard with a quote from a management representative. In an owner-led smaller business, one-on-one talks with the employees raising the importance of integrity as a core value of the company may be appropriate. It is also noted that while the latter may not need to draft an elaborate code of ethics (although that may change as the business grows), a multinational may need to consider the best way to express the same values in different contexts and the different country regulations of which their staff must be cognizant. The multinational may also need to assess the risks of unethical behaviour in the different environments in which they operate to select the appropriate controls that they need to institute. Multinational corporations are also often faced with the problem of cultural or regional relevance. Should there be one code that applies throughout all the countries where it operates, or should there be a multiplicity of codes to make provision for different contexts? The most elegant solution is to have a global code that provides high-level guidance on the values of the company, supported by country guidelines that provide a level of flexibility, but never in contradiction with the global values.
Building a successful integrity and ethics programme in a business requires working in parallel on integrity (reinforcing prevention) and compliance (including punishment). The integrity dimension comprises initiatives that help individuals within the corporation to build their ethical sensitivity and capacity for moral reasoning and reduce excuses for rationalizing unethical behaviour. Steps along this dimension include a good example from top management, clear communication of core values, training in ethical decision-making skills, and aligning recruitment, performance management, and reward systems to core values. The compliance dimension, by contrast, comprises initiatives that help to create an environment that supports the practice of ethics and integrity. These include identifying and preventing situations that may invite unethical behaviour and implementing controls and sanctions for unethical behaviour. Procedures, processes, policies and codes of conduct play a key role in the compliance dimension. These ideas apply to any business regardless of its size, legal status, complexity and the risks/opportunities related to the operations of the business.
Recognizing this on the international level, UNODC developed a publication called An Anti-Corruption Ethics and Compliance Programme for Business: A Practical Guide , which provides advice to businesses on how to put enhanced integrity standards into practice (2013). The Guide focuses on basic common elements businesses should address, with a particular emphasis on the challenges and opportunities for small and medium-sized enterprises. Its draws on the United Nations Convention against Corruption as well as other international and regional instruments that provide businesses with guidance on how to uphold enhanced integrity standards and be good corporate citizens.
Additional international initiatives that provide business ethics guidance include the World Economic Forum's Partnering Against Corruption Initiative (PACI), the United Nations Global Compact, Transparency International's Business Principles on Countering Bribery, G20/OECD Principles of Corporate Governance and the OECD CleanGovBiz Initiative.
An important way to support a path of integrity and ethics, as discussed above, is to have an effective code of ethics or a code of conduct (or both). In theory, there are some differences between the two types of codes although in practice they are often very similar. In theory, a code of ethics is more values-based, with an emphasis on encouraging and supporting ethical behaviour based on corporate values, while a code of conduct is more compliance-based, with an emphasis on practical guidelines and sanctions in the case of non-compliance. However, in practice, both types of codes often include a mix of value-based and rule-based provisions.
One would expect any company to have a combination of integrity-based and compliance-based policies, and the code should therefore reflect the two dimensions discussed earlier. For example, the various components of a code should align with the core values of the corporation and with basic ethical principles, so that they encourage individual ethical behaviour. The code should be clear and concise so that people easily grasp its content. The code should also be accessible and visually attractive. It should contain examples and be available in different formats.
The practical elements of a code provide insights into the culture of the company. They include the tone from the top, the key ethical and regulatory risks identified by the business, information on whistle-blowing systems and commitment to non-retaliation, focus on external interfaces, clear and helpful guidance to staff to decide when faced with a practical dilemma, and access to more specific sources for further guidance.
The development process for a code could involve the setting up of a committee to carry out the project; interviews and consultations with key persons in the corporation; desk research into the typical content of codes and samples of codes of similar corporations; drafting; consultation with external experts; board sign-off; implementation plan; and a review plan.
Each stakeholder of the corporation applies the principle of integrity through a different lens. Taking all their perspectives into consideration helps to prepare a more comprehensive and effective code for the corporation. For example, in the case of a hospital, the owners (shareholders) of the hospital, the patients, the staff, the community in which the hospital is built, the government, are all stakeholders of the hospital whose perspectives should be considered in drafting and implementing the code of conduct for the hospital. Some provisions would express how integrity should be practiced by staff and towards staff. Others would be concerned with how integrity should be practiced by and towards patients. Examples of codes are provided in the Core Readings section.
Businesses and sustainable development
Businesses have not only a responsibility but also an interest to contribute to society and to make it more sustainable. In 2015, the United Nations adopted the Sustainable Development Goals (SDGs), which aim to end poverty, protect the planet and ensure prosperity for all. These 17 goals call for contributions of all relevant stakeholders including the private sector and can serve as a useful framework for engagement. The following image shows all 17 SDGs.
Source: United Nations
Businesses can contribute to achieving the SDGs in many ways. For example, they can use cleaner and renewable energy, pay fair salaries to employees, ensure workplace health and safety, use local suppliers, pay taxes, and support the education system. Some businesses promote health as part of their social responsibility strategy, while others manage their waste in a way that minimizes the pollution of waterways or engage in public-private partnerships to develop public infrastructure.
The SDGs point to both risks and opportunities. If businesses do not form partnerships with governments and civil society to address these issues, the sustainability of the planet (including business operations) is at risk. But at the same time these issues present opportunities to corporations that are innovative and entrepreneurial. Providing solutions to the world's pressing problems can also be profitable.
Another way for businesses to commit to sustainability and take on shared responsibility for achieving a better world is to join the United Nations Global Compact. UNGC encourages companies to do business responsibly by aligning their strategies and operations with ten principles on human rights, labour, environment and anti-corruption. The ten principles of the UNGC are derived from the Universal Declaration of Human Rights, the International Labour Organization's Declaration on Fundamental Principles and Rights at Work, the Rio Declaration on Environment and Development, and the United Nations Convention against Corruption. UNGC also encourages businesses to take strategic actions to advance broader societal goals, such as those reflected in the SDGs, with an emphasis on collaboration and innovation.
Donaldson, Thomas and James P. Walsh (2015). Toward a theory of business. Research in Organizational Behavior, vol. 35, pp. 181-207.
Elegido, J.M. (1996). Fundamentals of Business Ethics: A Developing World Perspective. Ibadan, Nigeria: Spectrum Books Limited.
Paine, Lynne S (1994). Managing for organizational integrity. Harvard Business Review (March-April), pp. 106-117.
Porter, Michael E. and Mark R. Kramer (2011). Creating shared value. Harvard Business Review (January-February).
United Nations Office on Drugs and Crime (2013). A Resource Guide on State Measures for Strengthening Corporate Integrity . New York.
United Nations Office on Drugs and Crime (2013). An Anti-Corruption Ethics and Compliance Programme for Business: A Practical Guide . New York.
Welsh, David T. and others (2015). The slippery slope: how small ethical transgressions pave the way for larger future transgressions. Journal of Applied Psychology, vol. 100, No. 1, pp. 114-127.


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New Great Movie Ride Coming From Disney/TCM Partnership
By Murray the Bellhop|2014-11-26T22:26:05-08:00November 26th, 2014|Categories: DAPs Magic News|Tags: cable, channel, Classic, Disney, great, Hollywood, Movie, New, osborne, preshow, queue, refresh, revamp, ride, Robert, Show, showcase, Studios, TCM, Television, treasures, turner, TV, Update, walt, World|0 Comments
A refresh for an opening day Disney's Hollywood Studios attraction was announced. The Great Movie Ride has been entertaining guests since the 1989 opening of the park. This attraction has featured great moments from movie history.
The attraction was the biggest partnership between Disney and MGM Studios, who was originally brought in to help anchor the movie-rich theme of the theme park. Since then, Disney has gained ground in becoming a blockbuster maker, and MGM was gone from much of the park, and even the name. But, a license remained for Disney to use many of the movies in The Great Movie Ride.
Now, Turner Classic Movies, TCM, has announced a partnership with Disney for not just the attraction, but their own cable channel. The cable channel showcase will pick from animated shorts, animated features, and live-action films and tv shows for viewers enjoyment.
Treasures from the Disney Vault will premier on December 21 at 8 pm and will showcase classic Disney films and shows. The first slate will be some holiday classic shorts, The Reluctant Dragon, Third Man on the Mountain (an inspiration for the Matterhorn Bobsleds), Davy Crockett: King of the Wild Frontier, and a few other films including some from True Life Adventures. The showcase will be a regular installment on the TCM cable channel.
Over at Disney's Hollywood Studios, TCM will revamp the now classic attraction with some new features. A new pre-show will feature TCM host Robert Osborne, and will give insights and details about the movie scenes guests will enjoy on the attraction. For the finale of the attraction, a montage has shown highlights of several movies, and TCM will update it and make it new. After exiting, there will be a chance for people to get photos in some classic genre scenes. The queue will see some cosmetic refreshes with digital posters and new signage to reflect the sponsorship.
Overall, this is a great deal for guests and companies alike. Viewers will have better access to watch vintage Disney shows and features, and even some history and insight into them all. Guests to the Walt Disney World Resort will have an enhanced version of a great ride (no pun intended).
It sounds like the main part of the attraction will be untouched, but it's not completely stated. Will the same movie scenes remain? It's not clear. Certainly, this is a chance for both companies to make a new version of the ride, but it always depends on budgets. Even if the plot and scenes of the attraction do not change, it is still an enjoyable ride that will be even more enjoyable.
I'm looking forward to the refresh. I've always liked going on the attraction, and anticipate the update. As for the cable channel show, this will be a great addition to television viewing! I've been a longtime fan of classic Disney, and loved staying up late to watch Walt Disney Presents on the Disney Channel. When the channel was redone to have more of a teen appeal, I missed things like Vault Disney and showings of Zorro. I'm glad that there will be a place to watch these shows again.
Be sure to check out Treasures from the Disney Vault, and we'll keep things as updated as we can about the Great Movie Ride.
Until next time, have a marvelous day!


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De Molenkreek is een kreek ten westen van Schoondijke in de Nederlandse provincie Zeeland.

De kreek is het overblijfsel van een geul die ooit van het Nieuwerhavense Gat naar de Brugsche Vaart liep, waar zich een sluis bevond en ook de Redoute Kaas en Brood was gelegen, die deel uitmaakte van de Linie van Oostburg. Na de aanleg van de Generale Prins Willempolder 2e deel bestaat het deel tussen Schoondijke en het Groote Gat nog als een smalle waterloop. Direct ten westen van Schoondijke is ze breder.

De naam van de kreek is afkomstig van de korenmolen van Schoondijke, die zich al eeuwenlang nabij de kreek bevindt. Tegenwoordig is dat de Hulsters Molen uit 1884. Langs de Molenkreek ligt een wandelpad.

Bedreigingen
De aanleg van de westelijke rondweg om Schoondijke, welke na 2010 wordt aangelegd, zal het gebied aan de westzijde dicht naderen en deels doorsnijden.

Geografie van Sluis
Kreek in Zeeland

redpajama_set_name: RedPajamaWikipedia


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https://apnews.com/Business%2520Wire/a24ab08f8bce4a4389a0aee33c12846c
Business Wire: Misc
Business Wire: Technology
EcoVadis Secures c. $200M Investment from CVC Growth Partners to Accelerate Adoption of Sustainability Ratings Throughout the Globalized Economy
NEW YORK & LONDON & PARIS--(BUSINESS WIRE)--Jan 9, 2020--
EcoVadis SAS, ("EcoVadis" or the "Company"), the world leader in business sustainability ratings for global supply chains, today announced that it has agreed to a c. $200 million investment from CVC Growth Partners II ("CVC Growth Partners"). This transaction represents one of the largest investments in the ESG space to date and reflects a shared long-term vision for the importance of ESG to business success. EcoVadis will leverage the funding to scale globally and ingrain sustainability, fair labor practices and ethics into enterprise supply chains and business commerce.
"The combination of global sustainability initiatives, evolving compliance regulations and corporate purpose commitments are putting a new and urgent spotlight on the supply chain – and creating an immense and growing market for our solutions," said Frédéric Trinel, co-founder and co-CEO of EcoVadis. "CVC's global network and reach will play a critical role in helping us scale and change the way businesses operate."
"Momentum towards a more environmentally and societally focused economy has been building for years. Today's executives recognize the power of sustainability to protect their brands, increase valuation, inform investment strategies and positively impact the world," said Pierre-Francois Thaler, co-CEO and co-founder of EcoVadis. "The supply chain is the single greatest lever for creating real change and making an impact. But when left unmanaged, it becomes a breeding ground for hidden risk – including forced labor, environmental waste, corruption, security issues and more. This investment from CVC Growth Partners is a testament to the critical role that ESG and sustainability factors play in today's market."
More than 450 enterprises – representing over $2.5 trillion in business spending – rely on EcoVadis' supplier ratings and engagement platform to evaluate and improve environmental and social performance across their global supply chains. EcoVadis' evidence-based assessment methodology, delivered via a sophisticated SaaS platform and backed by a dedicated team of CSR analysts, is the most trusted and adopted approach in the industry. Today, EcoVadis' network of assessed companies tops 60,000 across 155 countries.
EcoVadis continues to experience rapid growth across its global customer base. In 2019, the Company added 10,000 companies to its network and opened new offices in Tokyo, San Francisco and Melbourne. EcoVadis plans to leverage the funding to expand internationally, break into new countries and further invest in its technology platform, sustainability intelligence solutions and network of rated companies.
Aaron Dupuis, Senior Managing Director at CVC Growth Partners commented, "We are delighted to partner with Frédéric, Pierre-Francois and the rest of the EcoVadis team in this next phase of growth for the Company. We have followed EcoVadis for several years as part of our long-standing efforts in supply chain risk management, where we identified ESG as a particular area of focus for best-in-class companies, and are incredibly excited about the immense opportunities that lie ahead for the Company, as it continues to establish itself as the gold standard for ESG ratings. This is the first investment from CVC Growth Partners' second fund, which announced its final close late last year."
"Environmental, social and governance issues are critical to business success, economic growth and societal improvement," said Sebastian Kuenne, Managing Director who leads CVC Growth Partners in Europe. "At the core of CVC's approach to building better businesses is always a detailed sustainable value creation plan that is anchored in fundamental ESG principles. EcoVadis' unique assessment platform and expansive supplier network are proven to improve sustainability outcomes and accelerate business performance. We are proud to partner with a team that provides meaningful value not only to their customers but also to broader society and our environment and are excited to support EcoVadis with the full weight of the CVC network."
John Clark, Managing Partner of CVC Growth Partners, Aaron Dupuis and Sebastian Kuenne will be joining EcoVadis' Board of Directors.
"EcoVadis is fast becoming the world-leading platform for supplier ESG ratings, and Partech is very excited to continue the journey with the company and its founders, and to welcome our new partner CVC," added Omri Benayoun, General Partner at Partech and a board member of EcoVadis since 2016.
The transaction is expected to close in Q1 2020 following regulatory approvals.
For more information, visit EcoVadis.com.
About EcoVadis
EcoVadis is the world's most trusted provider of business sustainability ratings, intelligence and collaborative performance improvement tools for global supply chains. Backed by a powerful technology platform and a global team of domain experts, EcoVadis' easy-to-use and actionable sustainability scorecards provide detailed insight into environmental, social and ethical risks across 198 purchasing categories and 155 countries. Industry leaders such as Johnson & Johnson, Verizon, L'Oréal, Subway, Nestlé, Salesforce, Michelin and BASF are among the more than 60,000 businesses on the EcoVadis network, all working with a single methodology to evaluate, collaborate and improve sustainability performance in order to protect their brands, foster transparency and innovation, and accelerate growth. Learn more on ecovadis.com, Twitter or LinkedIn.
GP Bullhound acted as financial advisor to EcoVadis and its shareholders.
About CVC Capital Partners
CVC is a leading private equity and investment advisory firm. Founded in 1981, CVC today has a network of 24 offices and over 500 employees throughout Europe, Asia and the US. To date, CVC has secured commitments of over US$129 billion from some of the world's leading institutional investors across its private equity and credit strategies. In total, CVC currently manages approximately US$83 billion of assets. Today, funds managed or advised by CVC are invested in 73 companies worldwide, employing over 300,000 people in numerous countries. Together, these companies have combined annual sales of approximately US$100 billion. For further information about CVC please visit: www.cvc.com.
About CVC Growth Partners
Launched in 2014, CVC Growth Partners is the growth-oriented middle-market technology investment arm of CVC Capital Partners. CVC Growth Partners primarily targets equity investments between $50 million and $250 million in North America and Europe and manages over US$2.5 billion in assets across two dedicated funds. For further information about CVC Growth Partners please visit: www.cvc.com/growth.
Goldman Sachs acted as financial advisor to CVC Growth Partners.
CONTACT: US:
Tori Vichroski
ecovadis@corporateink.com
617-969-9192UK/EU:
David McClintock
dmcclintock@ecovadis.com
+33 6 03 77 84 74For CVC Capital Partners:
Carsten Huwendiek, Global Head of Communications and Marketing
chuwendiek@cvc.com
KEYWORD: NORTH AMERICA FRANCE UNITED STATES UNITED KINGDOM EUROPE NEW YORK
INDUSTRY KEYWORD: SUPPLY CHAIN MANAGEMENT RETAIL ENVIRONMENT TECHNOLOGY LOGISTICS/SUPPLY CHAIN MANAGEMENT TRANSPORT SOFTWARE
SOURCE: EcoVadis SAS


Displayed below, and updated daily from the Calgary MLS®, are homes for sale in Beddington Heights, a neighborhood located in the NE/NW Calgary quad rant.
If you are interested in any of these Beddington Heights real estate listings, you can request more info or schedule a showing from the detail page of each property. We have access to the property disclosures and past sales history, and can also provide you with the dates and prices of homes that have recently sold nearby in Beddington Heights.
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The community of Beddington in Calgary, enjoys being associated with the third largest park in Canada. The Nose Hill park is one of the largest urban parks in all of North America. The park is a natural environment park; a retreat from City life; and a place to enjoy nature's wildlife,and a variety of indigenous flora. Over 198 wildlife species, have been identified on the Nose Hill park.
"Tipi rings"- circles of stone once used to weigh down the conical shaped skin dwellings of plains bison hunters, is an exhibit for park lovers. And also, with the "Tipi rings" is evidence of bison kills conducted long ago. As an extra attraction, the Nose Hill park is the hill from which a panoramic view of Calgary at nights is a favorite pastime.for residents of Beddington Heights.
If you are interested in any of these Northwest Calgary homes, condos and townhomes for sale, you can request more info or schedule a showing from the detail page of each listing. We have access to the past sales history, property disclosures, and the local knowledge to help you interpret them. We can also provide you with the dates and prices of properties that have recently sold nearby in Northwest Calgary.


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Hackney Wick (nota anche come the Wick, il Wick) è un quartiere situato a cavallo del confine del borgo londinese di Hackney e di Tower Hamlets, a  a nord est di Charing Cross.

Si trova nell'estremità orientale del borgo di Hackney, a est di Hackney Central e a sud delle marcite di Hackney.
La parte più orientale del quartiere, al di là del fiume Lea (che è storicamente il confine tra Middlesex ed Essex) è inclusa nel Parco Olimpico.

Storia

Tempi antichi
Nell'età romana, il delta tidale del fiume Lea, che era più largo e scorreva più rapidamente rispetto ad oggi, si estendeva fino a Hackney Wick.
Nell'894, un gruppo di vichinghi risalirono il fiume verso Hertford; Alfredo il Grande vide questa come un'occasione per sconfiggere i vichinghi e, dunque, ordinò che i canali artificiali della parte più a valle del fiume, a Leamouth, venissero drenati: questo avrebbe lasciato le navi vichinghe arenate, ma avrebbe aumentato il flusso d'acqua del fiume e avrebbe causato lo spostamento del delta tidale verso valle, nella zona di Old Ford.

Prima dei tempi moderni, Hackney Wick era una area soggetta periodicamente ad alluvioni e allagamenti: la costruzione di canali e canali scolmatori lungo il percorso del Lea, ha alleviato il rischio di cui soffriva e permettendo, di conseguenza, lo sviluppo dell'area.
Prima della costruzione di questi canali, le marcite che si formavano a seguito delle alluvioni erano ampiamente utilizzate per il pascolo di bovini.

Storia industriale
Durante gli anni del XIX e i primi del XX secolo, il Wick era una florida, densamente popolata zona industriale.
Quando, negli anni 90 del XIX secolo, il filantropo Charles Booth conduceva la sua ricerca riguardo alla povertà in cui varie zone di Londra vessavano, egli notò che Hackney Wick, fra i fumi nocivi delle fabbriche e il rumore, era una delle aree di ridotta povertà: secondo questa indagine, le strade a sud della ferrovia (come la Wansbeck Road e la Rothbury Road) erano un misto di ricchezza e povertà; la Kelday Road sembrava essere una zona di relativa ricchezza, in cui risiedevano individui appartenenti alla classe media; solamente la zona a nord della ferrovia e le traverse laterali della Wick Road (come la Chapman Road, Felstead Street e la Percy Terrace), erano descritte come "molto povere, con cronica mancanza".

La prima vera plastica sintetica, la parchesina, inventata da Alexander Parkes, è stata prodotta a Hackney Wick, dalla compagnia di Parker, dal 1866 al 1968. La compagnia è, tuttavia, fallita a causa degli elevati costi di produzione.
Al contrario, la gommalacca venne continuata ad essere prodotta dalla fabbrica della Lea Works by A.F. Suter and Co. che si trovava agli Victory Works (la zona industriale a sud del Wick) per parecchi anni, prima che questo stabilimento si trasferisse nella vicina Bow.
Per molti anni, Hackney Wick è stata anche la sede della raffineria Carless, Capel & Leonard, al quale viene attribuita l'introduzione del termine "petrolio" negli anni novanta del XIX secolo.

Anche l'industria dolciaria Clarnico ha avuto sede a Hackney Wick dal 1879 fino al 1946. Nel periodo successivo alla seconda guerra mondiale, la Clarnico era la più grande industria dolciaria britannica. Lo stabilimento di Hackney Wick venne chiuso per esserne aperto uno nuovo sull'altra sponda del fiume Lea, lungo la Waterden Road, dove sopravvisse per 20 anni, prima della cessione alla Trebor Bassett.
Nonostante sia stata ceduta, il nome di questa industria è ancora in uso per le caramelle alla menta note come Clarnico Mint Creams.

"Omicidio ferroviario"
Ad Hackney Wick si trova la stazione nota per la scena del crimine del primo omicidio compiuto su un treno in Inghilterra.
Nella tarda serata del 9 luglio del 1864, la vittima, Thomas Briggs, residente a Clapton, di ritorno da una cena con la nipote, è stata ritrovata in fin di vita da due impiegati ferroviari sul treno tra la stazione di Bow e quella del Wick. Non vi era traccia, tuttavia dell'attentatore, Franz Muller, che, riuscito a scappare dal treno senza essere notato, era tornato nel suo alloggio a Bow.
Giunta la polizia, Briggs venne portato inizialmente nel pub Mitford Castle di Hackney Wick, dove un dottore gli diagnosticò, insieme ad un gran numero di gravi ferite, anche una trauma cranico. Briggs morì la sera successiva l'assalto.

Durante le investigazioni, risultò chiaro alla polizia che il delitto era stato effettuato con lo scopo di furto: i conoscenti della vittima, infatti, informarono l'ispettore capo incaricato, che la sera dell'omicidio, Briggs indossava occhiali d'oro e aveva un orologio da tasca, anch'esso d'oro, nel panciotto. Sia gli occhiali che l'orologio mancavano sulla scena del crimine.
A causa della natura degli oggetti scomparsi, la polizia concentrò la sua attenzione sul commercio di gioielli e materiali preziosi di Londra. Vengono ritrovati nella carrozza anche altri oggetti tra cui un bastone della vecchiaia e una borsa di cuoio (identificati dalla polizia come proprietà di Briggs) e un cappello nero.

Giorni dopo l'assassinio, un gioielliere della City, rivela alla polizia di aver scambiato una catena d'oro a un cliente, di cui da la descrizione dettagliata, per un orologio d'oro. Il gioielliere è certo che l'assassino non fosse inglese, perché l'accento gli sembrava essere quello tedesco.

La maggiore svolta nell'investigazione dell'omicidio ferroviario arriva il 18 luglio, quando un cocchiere rivela alla polizia che la sua figlia maggiore si sarebbe dovuta sposare con un giovane uomo di nome Franz Muller.
Il cocchiere rivela che il regalo di Muller alla figlia del cocchiere era una catena d'oro che si trovava all'interno di una scatoletta riportante il nome del gioielliere; egli rivela anche che Muller possedeva un cappello nero e che sarebbe partito il giorno successivo per New York.

L'arresto non è potuto avvenire, tuttavia, perché Muller aveva lasciato Londra alla volta di Liverpool, da dove sarebbe salpato sulla nave "Victoria" per raggiungere l'America, dove si riteneva al sicuro dal suo arresto.
Invece, al suo arrivo a New York, la polizia britannica aveva informato quella americana del suo arrivo e aveva chiesto l'arresto e l'estradizione: all'arrivo al porto di New York, Franz Muller viene arrestato ed estradato successivamente in Inghilterra, dove ha scontato la sua pena nel carcere di Newgate.

Il presente
Nel recente periodo post-industriale, Hackney Wick ha perso la maggior parte delle industrie presenti precedentemente, e la popolazione è drammaticamente crollata.

Rimane molto poco della composizione delle strade tra l'Hertford Union Canal e lEastway, o il grande numero delle tipiche case a schiera. Molti toponimi delle strade sono anche andati perduti a seguito di successivi sviluppi.

Parte del Wick è stata sviluppata negli anni 60 per creare il Trowbridge Estate, che è un complesso di case popolari, appartenenti al consiglio della Grande Londra, composto da condomini di pochi piani ai piedi di sette condomini di 21. Le condizioni di questo complesso popolare continuavano a peggiorare e, nonostante diversi sono stati i tentativi per rinnovare e migliorare i condomini, la maggior parte del complesso è stato demolito e sostituito da edilizia ordinaria tra il 1985 e il 1996.
L'artista Rachel Whiteread ha prodotto una serigrafia di fotografie dell'ex-complesso popolare. Questa serigrafia, intitolata Demolished ("demolito" in italiano) è parte della collezione del Tate Gallery.

Cultura

L'area ha avuto benefici non soltanto dal rinnovamento dovuto alle olimpiadi, ma anche dal fatto che la comunità artistica londinese sia sempre di più costretta a lasciare i vecchi magazzini e le zone industriali nella zona meridionale del borgo di Hackney e nel borgo di Tower Hamlets a causa dell'aumento degli affitti. Hackney Wick, che offre affitti più abbordabili (anche se a causa delle olimpiadi, tra il 2011 e il 2012 gli affitti sono aumentati anche nel quartiere) è dunque diventata una meta per gli artisti di Londra.
Diverse società di artisti, come Mother Studios, Elevator Gallery e Decima Gallery hanno ora una sede al Wick.

Il festival d'arte Hackney Wicked (wicked in inglese significa "figo", "strepitoso") viene ospitato nel quartiere a partire dal 2008.

Il noto 59 Club per i motociclisti è stato fondato nella Eton Mission Church (dove ha tuttora sede) nel 1959.

Infrastrutture e trasporti

Ferrovie

Il quartiere è servito dalla stazione di Hackney Wick, costruita nel 1854, lungo la North London Line, che collega Stratford con Richmond.

Fino al 1943 (e fino agli anni ottanta, solamente per le merci), Hackney Wick era servita anche dalla stazione di Victoria Park che si trovava lungo la linea .
Questa stazione, che si trovava nelle vicinanze del bivio tra la North London-Poplar line e la Poplar-Stratford line, era stata aperta nel 1866 per rimpiazzare la vecchia stazione di Victoria Park (che aveva avuto vita breve, siccome era stata aperta solamente 10 anni prima).
Non rimane più traccia di nessuna di queste stazione: la più antica si trovava dove adesso scorre la Wick Road, mentre la più nuova si trovava dove adesso scorre la superstrada A12.

Autobus
Prima della apertura della stazione ferroviaria, il servizio di autobus era di vitale importanza per Hackney Wick, sia come posto di lavoro che di residenza.
Lungo la Eastway, dove ora si trova il parcheggio degli autobus, si trovava un'autostazione che era il capolinea di diverse linee tra cui la 6 (che portava a Kental Rise) e la 30 (che portava a Roehampton).
Successive modificazioni della rete hanno riguardato il Wick.

Hackney Wick rimane un fulcro per i trasporti pubblici locali, con diverse linee che attraversano o hanno il capolinea nel quartiere:

 la 26 per Waterloo, coinvolta nell'attacco terroristico del 21 luglio 2005;
 la 30 per Marble Arch, coinvolta nell'attacco terroristico del 7 luglio 2005;
 la 236 per Finsbury Park;
 la 276 che collega Stoke Newington al Newham Hospital (precedentemente questa linea aveva come capolinea Stratford, Carpenters Road);
 la 338 che collega Stratford a Blackfriars (fino a dicembre del 2013, il capolinea orientale di tale linea era Hackney Wick, lungo la Eastway);
 la 488 che collega Clapton Pond a Bromley-by-Bow.
La linea N26 (Trafalgar Square - Chingford) e la linea 236 (che è un servizio h24) servono Hackney Wick di notte.

A seguito dell'introduzione della Congestion charge zone nel centro di Londra, le linee 26 e 30 sono state potenziate.

Rete ciclopedonale
Hackney Wick si trova lungo il percorso ciclopedonale chiamato Capital Ring.

Le alzaie dei canali sono spesso incluse in altri percorsi ciclabili e pedonali: per esempio, il Hertford Union Canal è accessibile dalla Wick Road, vicino al St Marks Gate. Da qui, procedendo verso est si l'alzaia continua ininterrottamente fino al Hertfordshire, mentre, procedendo verso ovest, si raggiunge l'alzaia del Regent's Canal (le cui alzaia portano, a loro volta a Limehouse, verso sud, e a Islington, verso nord-ovest).

Note

Altri progetti

Collegamenti esterni

Zone di Londra


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Senator Jackson became the second-youngest senator in the state Senate in 2014. He was new to political office, but not new to public service, having enlisted after the attacks of September 11th, trained at Ft. Bragg, and served in Afghanistan. He continues to serve today as a Major in the Army National Guard. He is currently in his 19th year of military service.
In the state Senate, Jeff built a reputation for being transparent, accessible, and candid. Jeff has helped lead the fight against gerrymandering, stood against discriminatory legislation like HB2, supported investments in early childhood education, repeatedly called for raising teacher pay and expanding Medicaid, passed reforms for our criminal justice system, and called out corruption when he saw it.
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Halva is the ultimate traditional Cypriot dessert! With this recipe, we suggest enjoying it in its healthier version, using coconut sugar instead of regular sugar and adding the world's number one spice – Turmeric! With this addition, our halva gets a golden natural color, while we also benefit from turmeric's nutritional value.
Put all ingredients for the syrup in a saucepan and stir for about 5 minutes in medium heat.
In another saucepan, add 50 gr of coconut oil and almonds to roast in medium heat. Stir until light brown.
Add semolina to the roasted almonds and stir for about 5 minutes again in medium heat.
Add the syrup and stir for another 5 minutes reducing heat to low.
Empty the mixture in a form with a hole in the middle and let it cool down.
Serve on a large plate and garnish with strawberries, chamomile or almonds.


For the second year running, Garage dominates the Cat3 BARR (Best All 'Round Rider). Brian Estacapio wins the Cat3 BARR for 2008 with a strong overall performance, starting with a 2nd place finish in the state road race and ending the year with 5th at last weekend's Crystal Mountain Hill Climb. Consistent placing at other state events gave Brian a significant lead in BARR.
Rounding out the Cat3 BARR competition were Alex Rosenast in 3rd and Tom Wick in 4th. Alex had a win the individual time trial and shared victory at the team time trial with Brian, Tom, and Gibb Clarke. Tom won the Cat3 circuit race then moved up in BARR with a 9th place hill climb.
Aaron Lavin wins the Masters B BARR with wins in the Masters Road Race and Boston Harbor Circuit Race and held his lead with strong performances throughout the late season time trials.
The Cat1/2 team had a great season at BARR events as well. Chris Teufel lead the team with his placing of 13th in BARR by gaining points in the state road race and time trials. In the individual TT Chris faced stiff competition where he finished 5th. Additionally he worked with Ian Mensher, Mike Murdin, and Kyle Farrell to finish 3rd in the team time trial. Kyle gained a couple more BARR points at the Crystal Hill Climb with a 4th place finish.
Overall, these individual achievements would not be possible without a strong team effort. All Garage riders have helped these individuals to their high rankings in BARR. What a great year, and an excellent team!


As the holiday season approaches and you prepare for the festivities please remember to keep pet safety in mind.
Keep all ornaments, ribbons, garlands, tacks and potpourri out of reach. Avoid using tinsel. Cats love to play with tinsel and often ingest it.
Don't leave your pet alone in a room where they have access to decorations. Anything ingested can potentially cause an intestinal obstruction or may be toxic.
Don't change your pet's diet. Any change in diet can result in diarrhea. Foods high in fat can trigger pancreatitis so avoid those fatty meat scraps.
Do not feed bones to pets, this can result in some serious gastrointestinal emergencies. Feed only the safe foods and treats that your pets are used to eating.
Secure the garbage can. Move foods out of reach on counter tops and tables.
chocolate, any food containing xylitol (artificial sweetener), macadamia nuts, grapes or raisins, onions, alcoholic beverages.
Plants can add beauty to our homes and are very decorative but many plants are toxic if ingested. Keep all plants out of reach.
All of the things used to keep our gathering spaces warm can pose a danger to pets and people. Block off fireplaces with appropriate safety barriers.
Avoid using candles where pets can reach them. Keep all electric cords out of reach or secured to prevent access by curious pets.
They may try to chew on the cords resulting in electric shock or burns and if ingested may require surgical care.
All the noise and activity may be stressful for pets. Consider setting up a safe, quiet area in your home away from the holiday bustle.
With visitors coming and going pets are more likely to slip out.
pet escapes or more commonly not put back on a pet especially after a bath, microchips are very important.
microchip scanners and will scan found pets in hopes of reuniting a lost pet with an owner. Microchips are an inexpensive ticket home for a lost pet.
Make sure your pets are up to date on their vaccinations. Never leave pets alone that are not accustomed to being together.
PriorityVet wishes your family and pets a safe and happy holiday season!


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US States / O-U / Texas / Nolan County
Nolan County is named for Philip Nolan, who was a mustanger who was killed by Spanish troops in 1801.
Created: August 21, 1876
Sweetwater 1892 – present
County Courthouse – Sweetwater
Location: 100 East 3rd Street / Oak Street
Architect: Welch and Hampton
Contractor: Hambrick-Craig Construction
Description: The building faces south and is a three story light yellow colored exterior and concrete structure. There are few windows and entrances are recessed. The roof line is flat. Flagstone now faces the projecting end sections of the building. The courtrooms are located on the second story. The building was renovated in 2013 to 2014. The pink granite exterior has now been replaced.. The architect was Wiginton Hooker Jeffry and the contractor was Turner Construction Company.
Courthouse before renovation
Note: The first courthouse was built in 1882. The second courthouse was designed by James E Flanders in 1888. The third and previous courthouse was designed by Charles Henry Page and constructed by W P Berry & Company in 1917. The fourth courthouse was remodeled in 2014 when the siding fell off the building.
N – Fisher County
E – Taylor County
S – Runnels County and Coke County
W – Mitchell County
Cornerstone 2014
Natrona County
Laramie County


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A software update is now available that introduces new features and adjustments to enhance the overall experience. Please start the game while your Wii U console is connected to the internet to update the software. The software version after this update will be v1.3.0.
Please note: up to 403 MB of available storage is required to perform this software update. Depending on the Wii U hardware pack you own and your use of it, an additional storage device may be required. Please visit our Storage section for details about additional storage devices.
Please note the Wii U retail version of this game will require approximately 3GB of available memory on your Wii U system memory or on a compatible external hard drive. Visit our Wii U Support website for more details about Wii U storage.


Join the Empire State Region Annual Spring Track Event at the Historic Watkins Glen Race Track! You will have lots of track time and access to an extremely great group of instructors (included in registration fee). This is a great opportunity to get to experience what a Ferrari is truly about and improve your driving skills in the process.
Register with the attached form - prices are listed there.
For more information, contact Bob Coates evenings (except Monday) after 7 PM at 201.755.6000 or by email at rc@parawire.com.